"Sir, I Intend To..." – How One Captain Turned a Failing Submarine Crew into a Leadership Factory

Navy Captain David Marquet was handed an enormous challenge when he took command of the nuclear-powered submarine USS Santa Fe. It wasn’t just the fact that the Santa Fe was a multibillion-dollar piece of technology that demanded precision at every level—it was also the ship’s reputation. The crew had poor morale, lackluster performance, and the worst retention rate in the fleet. On top of all that, Marquet himself wasn’t even familiar with the ship, having been trained on different ones.

It was clear to him from the start that traditional leadership methods weren’t going to work here. In his book Turn the Ship Around!, Marquet recounts his leadership journey and the transformation he guided on the Santa Fe. His early career failures had taught him a lot about the limitations of the typical top-down, authoritarian style of leadership. Instead, on the Santa Fe, he was determined to try a different approach, one grounded in humility and collaboration.

Building Relationships and Listening First

Upon taking command of the Santa Fe, Marquet knew that he needed to build trust and understand the dynamics of his new crew. Instead of immediately giving orders, he spent time walking around the ship, talking to his crew members, and asking questions. He didn’t just ask about their tasks—he wanted to know how they felt about the ship and what they thought needed to change. This process of listening wasn’t just about collecting information—it was about showing respect and letting the crew know that their voices mattered.

This focus on relationships created an environment where crew members began to feel more comfortable sharing their concerns and ideas. Some of these conversations led Marquet to make changes to procedures, even if it meant bending or breaking long-established Navy protocols. He believed that some rules didn’t make sense and that the well-being of his crew was more important than rigid adherence to outdated practices.

Shifting Language to Shift Responsibility

One of the first significant changes Marquet made was how orders were communicated. In the Navy, it’s common for subordinates to ask for permission before taking action. For instance, a crew member might say, “Requesting permission to submerge the ship,” or “Requesting permission to increase speed.” This wording placed all the responsibility on the leader to give the go-ahead, with little expectation that the subordinate had thoroughly thought through their actions.

Marquet wanted to change that dynamic. He encouraged his crew to adopt a new phrase: “Sir, I intend to…” Instead of seeking permission, the crew was now declaring their intention. For example, “Sir, I intend to submerge the ship.” Marquet would then ask a few questions if necessary and respond with, “Very well,” if the plan made sense. This shift in language was subtle but transformative. It forced the crew members to take ownership of their decisions, think critically, and take initiative, rather than relying entirely on orders from above.

This change also opened the door for more meaningful communication. Since crew members were encouraged to think through their actions before making suggestions, it became safe for them to voice concerns or question decisions. Marquet wanted his crew to feel comfortable thinking out loud, challenging assumptions, and sharing ideas. Over time, this kind of open dialogue built trust and increased the crew’s confidence in their abilities.

The Power of Pride and Recognition

Marquet understood that leadership isn’t just about making decisions—it’s about creating an environment where people feel valued. He wanted each crew member to take pride in who they were, not just in the position they held. To foster this, he introduced what he called the “three-name rule.” When greeting a visitor to the ship, the crew was instructed to introduce themselves using three names: the visitor’s name, their own name, and the ship’s name. For example, a sailor might say, “Good morning, Commodore Jones. My name is Petty Officer Mattis. Welcome aboard the Santa Fe.”

At first, this felt awkward and forced. But Marquet knew that pride could be cultivated through action. By using their own names in introductions, the crew began to develop a deeper sense of pride in themselves as individuals, not just in their roles as sailors. Over time, this seemingly small gesture began to change how the crew members saw themselves and their relationship to the ship. They weren’t just following orders—they were part of something bigger, and they mattered.

Transforming a Submarine and its Crew

Marquet’s leadership experiment worked. In just one year, the Santa Fe went from being one of the worst-performing submarines in the fleet to one of the best. Performance improved, morale skyrocketed, and the ship set records for retention. But the effects of Marquet’s leadership didn’t end there. The culture of ownership and initiative he instilled on the Santa Fe had a lasting impact. In the years that followed, an unusually high number of officers who served under Marquet went on to become submarine commanders themselves. The Santa Fe became known not just for its improved performance, but for producing a new generation of leaders.

A Lesson in Humble Leadership

Marquet’s story offers a powerful example of how leadership doesn’t have to be about being the smartest person in the room or having all the answers. In fact, his success came from doing the opposite—recognizing that he didn’t have all the answers and empowering his crew to step up and take ownership. By fostering an environment where it was safe to ask questions, make suggestions, and even make mistakes, he unlocked the potential of every member of his crew.

This style of leadership, which I refer to as “Radical Humility,” is a reminder that leaders don’t always have to lead from the front. Sometimes the most effective thing a leader can do is step back, listen, and let others lead. Even in a highly hierarchical and structured environment like a nuclear submarine, there is room for collaboration, open communication, and shared responsibility.

Marquet’s success with the Santa Fe shows that when leaders create a culture of trust and empowerment, extraordinary things can happen. It’s a lesson that applies not just to the Navy, but to any organization.